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Influencing and Communication Chapter 15

Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

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Page 1: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Influencing and Communication

Chapter 15

Page 2: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Fundamentals of Influencing:1. Define Influencing2. Influencing subsystem

Objectives

Page 3: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Influencing: is the process of guiding the activities of organization members in appropriate directions.

Appropriate directions: those that lead to the attainment of management system objectives.

Defining Influencing

Page 4: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Influencing involves:1. focusing on organization members as people2. dealing with such issues as:

a) moraleb) arbitration of conflictsc) the development of good working relationships

It is a critical part of a manager’s job◦ the ability to influence others is a primary

determinant of how successful a manager will be

Defining Influencing

Page 5: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

The influencing function can be viewed as a subsystem within the overall management system (Like the planning & organizing functions)

The Influencing Subsystem

Page 6: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Primary purpose of influencing subsystem: enhance the attainment of management system objectives by guiding the activities of organization members in appropriate directions.

The Influencing Subsystem

Page 7: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

The Influencing Subsystem

Page 8: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Constitutes of:◦Input: a portion of the total resources of the

overall management system.◦Output: is appropriate organization member

behavior. ◦Process: the performance of six primary

management activities:1. Leading2. Motivating3. Considering groups4. Communicating5. Encouraging creativity and innovations6. Building corporate culture

The Influencing Subsystem

Page 9: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Managers transform input (a portion of organizational resources) into output (appropriate organization member behavior) mainly by performing these activities.

These six activities are interrelated.

Managers accomplish each of these influencing activities by communicating with organization members.

The Influencing Subsystem

Page 10: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Managers first:◦ Analyze the characteristics of groups◦ Determine how they can be motivated◦ Decide on leadership strategy

Leading, motivating, and working with groups will be accomplished through communication.

All management activities are accomplished at least partly through communication.

the ability to communicate is often referred to as the fundamental management skill, why?

◦ Because communication is used repeatedly by managers

The Influencing Subsystem

Page 11: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Survey results: CEOs ranked written and oral communication skills first (along with interpersonal skills) among those should be taught to management students

The Influencing Subsystem

Page 12: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

LeadershipChapter 16

Page 13: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Defining Leadership:1. Leader Versus Manager2. The trait approach to leadership

Objectives

Page 14: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Defining Leadership Leadership: is the process of directing the

behavior of others toward the accomplishment of some objectives

Directing: causing individuals to act in a certain way or to follow a particular course (i.e. to follow organizational policies, procedures, and job descriptions).

Leadership is all about getting things accomplished through people.

Followers

Leader

Page 15: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership is one of the four main interdependent activities of the influencing subsystem

Leadership is accomplished to some extent by communicating with others.

Leadership has always been considered a prerequisite for organizational success.

Managers must have a thorough understanding of leadership

Defining Leadership

Page 16: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leading is NOT the same as Managing

(some managers are leaders, some leaders are managers, but they are not identical activities, they are different)

Leader vs. Manager

Managing Leading• Broader in scope

• Focuses on behavioral & non-behavioral issues

• Making sure the job is done

• Emphasizes behavioral issues

• Focuses on the people who do the job

Leadership as one of the four primary activities of the influencing function, and a subset of management.

Page 17: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Merely possessing management skills is NOT Sufficient for success as an executive in the business world.

Executives should combine the two roles and have both management skills (focusing on org processes) + leadership skills = to achieve organizational success

They should focus on both: Organizational Processes (management) and Concern for People (leadership)

Leader vs. Manager

Page 18: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

although not all managers are leaders, the most effective managers over the long term are leaders.

Leader vs. Manager

Effective Managers

Page 19: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

The Trait Approach to Leadership: is based on early leadership research that assumed a good leader is born, not made.

This research attempted (tried) to describe successful leaders as precisely as possible

Reasoning: If a complete profile of the traits of a successful leader could be drawn -easy→ to identify the individuals who should and should not be placed in leadership positions.

The Trait Approach To Leadership

Page 20: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Successful leaders tend to possess the following characteristics:

1. Intelligence, including judgment and verbal ability

2. Past achievement in scholarship and athletics3. Emotional maturity and stability4. Dependability, persistence, and a drive for

continuing achievement5. The skill to participate socially and adapt to

various groups6. A desire for status and socioeconomic position

The Trait Approach To Leadership

Page 21: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Evaluation of those trait studies however, have concluded that their findings are inconsistent.

50 years of study have failed to produce one personality trait or set of qualities that can be used consistently to differentiate leaders from nonleaders. Researchers are still examining this issue.

Research has failed to definitively articulate (bind) a trait or a combination of traits that indicate an individual will be a successful leader

The Trait Approach To Leadership

Page 22: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Contemporary management writers and practitioners:

◦ leadership ability cannot be explained by and individual’s traits or inherited characteristics.

◦ They believe that individuals can be trained to be good leaders. Leaders are made, not born.

◦ That is why thousands of employees each year are sent through leadership training programs. To enhance company success To attract the best college graduates as new hires

The Trait Approach To Leadership

Page 23: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles

1. Transformational Leadership

2. Coaching

3. Super-leadership

4. Servant Leadership

5. Entrepreneurial Leadership

Page 24: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (1) Transformational Leadership Transformational Leadership: is the leadership that

inspires organizational success by profoundly affecting followers’ beliefs in what an organization should be, as well as their values (such as justice & integrity)

It is also called Charismatic Leadership and Inspirational Leadership◦ It creates the sense of duty in the organization◦ It encourages new ways of handling problems◦ It promotes learning within the org members

It is having more attention nowadays because many organizations are going through the challenge of dramatic changes to be more competitive in a global business.

Page 25: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (1) Transformational Leadership The Tasks of Transformational Leaders:

1. They raise followers’ awareness of organizational issues and their consequences (understand high priority issues and what will happen if they were not resolved successfully)

2. They create a vision of what the organization should be, build commitment to that vision throughout the organization, and facilitate organizational changes that support the vision (consistent with the organization strategy)

Page 26: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (2) Coaching Coaching: is leadership that instructs followers on how to

meet the special organizational challenges they face.

◦ The coaching leader identifies inappropriate behavior in followers and suggest how they might correct it.

◦ Coaching is important nowadays because the increasing use of teams

Coaching Behavior:1. Listens closely: to gather facts and feelings & emotions2. Gives emotional support: personal encouragement to motivate

them to do their best to meet the high demands of successful organizations

3. Shows by example what constitutes appropriate behavior: by demonstrating (showing) expertise, they gain trust & respect of followers.

Page 27: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (2) Coaching

Page 28: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (3) Servant Leadership Servant Leadership: leaders view their primary

role as helping followers in their quests to satisfy personal needs, aspirations, and interests.

They place high value on service to others over self-interests

They see their main responsibility as the care of human resources of the organizations.

They think that human resources are the most valuable resource

They try to transform their followers into wiser and more autonomous individuals → more successful organization

Servant leadership focuses on empowerment, sense of community, & sharing of authority

Servant leadership has high potential for enhancing org. success.

Page 29: Chapter 15. Fundamentals of Influencing: 1. Define Influencing 2. Influencing subsystem

Leadership Styles – (3) Servant LeadershipCharacteristics of Servant leaders are:

1. Good listeners: (how?)

2. Persuasive: (how?)

3. Aware of their surroundings: (how?)

4. Empathetic: (how?)

5. Stewards: (how?)

Empathy: is the intellectual identification with the feelings, thoughts, or attitudes of others.

Steward: an individual who is entrusted with managing the affairs of others